Sam Ruth Email & Phone Number

Louisville, KY

• The Operations Department is responsible for operating and maintaining over 1.3 million sqft of exhibit halls and meeting rooms for the Kentucky State Fair Board. The Operations Department responsibilities include.
• Utilized experience gained while Commissioner to assist KEC and KICC in procurement and constructionprocesses.
• Reduced dependency on outside contract labor by bringing work in-house, annual savings $440k.
• Stress customer (internal and external) satisfaction. Focused on team building and pride in our facility.
• Directed efforts to complete neglected Deferred Maintenance and Preventative Maintenance projects.
• Started “walk about” program to insure that the Operations Department was focusing our efforts on projects that supported our Sales Department’s needs. This resulted in low cost / high impact projects designed to.

Frankfort, KY

• Department for Facilities and Support Services is a branch of the Finance and Administrative CabinetDepartment for Facilities and Support Services is responsible for the management and coordination of; construction and.
• Responsible for $48 million operation and $80 million bi-annual capital budget, manage $800 million in capital budgets for other agencies.
• Responsible for facilities management and maintenance on 5.1 million sqft of Finance Cabinet owned property. Includes capital construction, refurbishment, energy management, and janitorial.
• Administer, space plan and negotiation leases for 4.5 million sqft of leased space.
• Energy savings and cost reduction efforts have generated $140 million in savings in the past 7 years through Energy Savings Performance Contracts and the Commonwealth Energy Management and Control System.
• Responsible for 300 full time and 60 contract employees.

Shanghai, China

• General Manager with P&L responsibility for a $38 million 50/50 joint venture with a Chinese owned automotive company. Responsibilities include HR, sales, procurement, finance, quality, engineering, manufacturing and.
• Successfully managed the relationship, politics and expectations between the Asian and U.S. investing principals of a 50/50 joint venture.
• Personally led efforts to develop new accounts and developed close customer relationships.
• Grew the business 65% taking the organization from breakeven to 13% EBITDA and a an operating profit of 9%.
• Completed transformation from 100% dependency on European suppliers to 94% localized components.
• Reduce manufacturing cycle time 18% through employee involvement activities.

Shanghai, China

• Established a Forward Planning Department in China. Responsible for manufacturing engineering on new customer programs from receipt of RFQ until after 6 months after SoP. Duties were passed on to the local national.
• Developing quotes for new programs and engineering changes.
• Interfaced with program managers to establish program cost, investment and timing.
• Managed equipment capacity and capability for all new programs.
• Coordinated the launch and industrialization with regional and site manufacturing engineering.
• Put infrastructure in place to insure guidelines were followed after the local national staff took control of the operations.

Columbus, IN

• Leadership position in the Worldwide Manufacturing Engineering group. Responsible for coordinating product and process standardization for global manufacturing operations and providing general support for budgets.
• Led team in product / component standardization.
• Led team in standardization of manufacturing process for assembly and fabrication areas.
• Directed day to day operations of Prototype Operations – P&L responsibilities for $9 million in prototype sales, standardization, liaison between design groups and manufacturing operations.

Rayong, Thailand

• P&L responsibility for $12 million Thai facility building assemblies for 130,000 car sets per year. The objectives of this assignment were to build upon the existing customer base, improve the operation of the existing.
• Generated 13.75% profit annually while operating business at 0% working capital.
• Won contract with a new customer, increasing sales 32%.
• Reduced customer PPM rejects from 980 to 9, and achieved 13 consecutive months with 0 defects and 100% on-time delivery.
• Reduced raw material, WIP and finished goods inventory by 40%. Utilized TPS / CI / EI to improve efficiency 31%.
• Received Q-Award from Ford/Mazda, equivalent of Ford's Q-1 award. Achieved and maintained QS-9000 certification.

Shanghai, China

• After the sale of the European division, given the responsibility of establishing manufacturing operations in China. Hired and managed the contractors to design and build the manufacturing facility. Obtained the.
• Built the manufacturing facility from green field site, on-time and under budget.
• Developed strategies for the operation and evolution of company objectives.
• Developed policies and procedures and conducted training for staff and manufacturing associates.
• Converted U.S. product to Chinese standards, code requirements and language.

Leeds, England

• (UK operations of Dover Elevator International were sold to Thyssen Elevator Group in 1997)Director of a $65 million company responsible for developing strategic goals and plans. Assignment ended with the sale of the.
• Responsible for Operations, Design Engineering, R&D, Purchasing and Technical Support.
• Upgraded manufacturing equipment and processes, 20% improvement in cycle time.
• Centralized purchasing, 36% reduction in supplier base, 12% reduction in component pricing.
• Aligned R&D projects with marketing strategies.
• Guided the design engineering team through the process of product redesign and standardization.

Horn Lake, Mississippi

Horn Lake, Mississippi

Madisonville, KY And Norman, OK

Industrial Management, Attended Classes For Year

Engineering, Attended Classes For Year

Bachelor’S Degree, Industrial Engineering